国开(中央电大)本科《管理英语4》网上形考任务试题及答案
说明：课程代码：04020。
适用专业及层次：工商管理，行政管理本科。
平台考试网址：http：//。
单元自测1 试题及答案
题目顺序是随机的，使用查找功能（Ctrl＋F）进行搜索
[题目] — This project is too big for me to finish on time.
—________________.
[答案]I'll give you a hand
[题目] AT&T found that employees with better planning and decision-making skills were ______ to be promoted into management jobs.
[答案]more likely
[题目]______ CEOs spend planning, the more profitable their companies are.
[答案]The more time
[题目]______ his anger the employees called him Mr. Thunder, but they loved him.
[答案]Due to
[题目]______ managers spend most of their time in face-to-face contact with others, but they spend much of it obtaining and sharing information.
[答案]Not only do
[题目]— Could you give us a speech on management functions some day this week？
—________________.
[答案]I'd love to, but I'm busy this week
[题目]— I think things have been a bit difficult for us the last couple of months.
—__________. We've been working hard, but still getting behind.
[答案]You're right
[题目]— Is it possible for you to work out the plan tonight？
—__________
[答案]I think so.
[题目]— We could let some of the staff work from home.________________？
— That's a good idea.
[答案]What do you think of it
[题目]Even the best continually seek ways to ______ their skills.
[答案]sharpen
[题目]It is through enthusiasm and quiet intensity ______ we transform creativity and vision into the technologies.
[答案]that
[题目]Supervisors should ______ their employees in two-way communication so that understanding takes place.
[答案]engage
[题目]The demands and requirements placed on the CEO of Sony are different from ______ on the manager of your local Wendy's restaurant.
[答案]those
[题目]The Human Resource Managing Department at Honda is given specific instructions ______ employ the best possible workers.
[答案]on how to
[题目]The responsibilities in handbook ______ that managers have to be concerned with
efficiency and effectiveness in the work process.
[答案]indicate
二、听力理解：听录音，选择最佳答案（共50分）。
请听录音： UNIT1TL.MP3
操作提示：通过下拉选项框，选择答案。
1. What kind of role is Melinda taking on for her job？[C]
A. HR manager.
B. Project manager.
C. Project coordinator.
2. How long will Melinda be trained for her new role？[B]
A. One month.
B. Half a month.
C. One year.
3. How often should Melinda report to the board on the progress of the project？[A]
A. Once a month.
B. Twice a month.
C. Once a week.
4. What kind of contract can Melinda sign with outside contractors？[B]
A. Permanent worker contract.
B. Standard temporary-worker contract.
C. Standard industry contract.
5. Which one does NOT belong to Melinda's responsibilities？[A]
A. Formulate the industry standard of payment.
B. Manage and coordinate her project team.
C. Report the project progress to the board.
二、阅读理解：根据文章内容，判断正误（共50分）。
WHO KILLED NOKIA？
Nokia executives attempted to explain its fall from the top of the smartphone pyramid with three factors: 1) that Nokia was technically inferior to Apple, 2) that the company was complacent and 3) that its leaders didn't see the disruptive iPhone coming.
It has also been argued that it was none of the above. Nokia lost the smartphone battle because of divergent shared fears among the company's middle and top managers which led to company-wide inertia that left it powerless to respond to Apple's game.
Based on the findings of an in-depth investigation and 76 interviews with top and middle managers, engineers and external experts, the researchers discovered a culture of fear due to temperamental leaders and that frightened middle managers were scared of telling the truth. The fear that froze the company came from two places. First, the company's top managers had a terrifying reputation. Some members of Nokia's board and top management were described as extremely temperamental and they regularly shouted at people at the top of their lungs. It was very difficult to tell them things they didn't want to hear. Secondly, top managers were afraid of the external environment and not meeting their quarterly targets, which also impacted how they treated middle managers.
Top managers thus made middle managers afraid of disappointing them. Middle managers were told that they were not ambitious enough to meet top managers' goals.
Fearing the reactions of top managers, middle managers remained silent or provided optimistic, filtered information. Thus, middle managers directly lied to top management.
Worse, a culture of status inside Nokia made everyone want to hold onto vested power for fear of resources being allocated elsewhere if they delivered bad news or showed that they were
not bold or ambitious enough to undertake challenging assignments.
Beyond verbal pressure, top managers also applied pressure for faster performance in personnel selection. This led middle managers to over promise and under deliver. One middle manager told us that you can get resources by promising something earlier, or promising a lot. It's sales work.
While modest fear might be healthy for motivation, abusing it can be like overusing a drug, which risks generating harmful side effects. To reduce this risk, leaders should coordinate with the varied emotions of the staff. Nokia's top managers should have encouraged safe dialogue, internal coordination and feedback to understand the true emotion in the organization.
操作提示：正确选T，错误选F。
1. Nokia lost the smartphone battle because its technology is not as good as that of Apple.[F]
2. Nokia's middle managers were frank to tell the truth, but the top ones didn't listen to them. [F]
3. Nokia's top managers were too moody to hear anything good but harsh. [T]
4. Middle managers in Nokia delivered results more than they promised earlier. [F]
5. Nokia's top managers should have had better conversation techniques to encourage internal coordination and truth. [T]
单元自测2 试题及答案
题目顺序是随机的，使用查找功能（Ctrl＋F）进行搜索
[题目]— If you can't say what you've come to say at the meeting, what's the point？
—____________________,but I think you might need to change your approach somewhat.
[答案]I can see that
[题目]— Will you go on a picnic with us tomorrow？
—____________________.
[答案]I'm afraid I have no idea
[题目]—____________________identify the problems that have been occurring？
—Well, as you know, the problems we had with Gary caused a lot of friction among the team. [答案]Are you able to
[题目]—How can you explain the latest situation？
—____________________,I know it is all my fault.
[答案]Sorry
[题目]—How did your meeting go yesterday？
— ____________________actually, it was really frustrating.
[答案]Not so good
[题目]Effective leaders distill complex thoughts and strategies into simple, memorable terms __________ colleagues and customers can grasp and act upon.
[答案]that
[题目]Every time I tried to say something, he would ______ to something else.
[答案]move on
[题目]He's left now, but productivity hasn't ______that much.
[答案]picked up
[题目]I think the primary ______factor is there's been so much absence lately.
[答案]contributing
[题目]If demand is rising but the firm __________ from communication failure, then stocks will fall and there will be understaffing.
[答案]is suffering
[题目]In today's environment, __________ people are often burned out, it's important for
employees to have a personal connection with you and the work you believe in.
[答案]where
[题目]What you need to do is to keep things short and sweet, just the ______.
[答案]highlights
[题目]When the message finally reached the Command Center, it __________ mutated to become —Send three and four-pence, we're going to a dance.
[答案]had
[题目]Who was ______ the meeting？
[答案]chairing
二、完型填空（共50分）
操作提示：通过下拉选项框选择正确的词汇。
WHAT WE HAVE HERE: A FAILURE TO COMMUNICATE
It is the [weirdest] thing. There are more ways than ever to communicate with people, yet it sometimes seems like it is more difficult to connect — and stay [connected] — with anyone. Should you [shoot] off an email？ Tap out a text？ Post a private message on Facebook？ Write on their Facebook wall？ Skype, poke, ping or conjure them up on a digital tin can phone？And once you reach someone, you wonder: Is he paying attention？ How do you know？ Even with the techno-ease of [countless] communication devices, conversations can still be troublesome. Questions are asked and answered [out] of order. Instructions and directions go half-read. Meetings are botched. Feelings are hurt.
二、阅读理解：根据文章内容，判断正误（共50分）。
HABITS OF HIGHLY EFFECTIVE COMMUNICATORS
It's no secret that good leaders are also good communicators. Indeed, communication and leadership are inextricably tied. How can you galvanize, inspire or guide others if you don't communicate in a clear, credible and authentic way？ Here are 5 essential communication practices of effective leaders:
1. Mind the say-do gap. Trust is the bedrock of effective leadership – your behavior is your single greatest mode of communication, and it must be congruent with what you say. If your actions don't align with your words, you are storing up trouble for the future.
2. Make the complex simple. Effective leaders distill complex thoughts and strategies into simple, memorable terms that colleagues and customers can grasp and act upon. The most important thing is to clarify what you want to say, look out for technical jargon and avoid business speak, which add complexity. Say what you mean in as few words as possible.
3. Find your own voice. Use language that's distinctly your own；let your values come through in your communication. Correct use of language and grammar are important, of course, but don't become overly fixated on eloquence for eloquence's sake；concentrate on being distinct and real. People want real, people respect real, people follow real.
4. Be visible Visibility is about letting your key stakeholders get a feel for who you are and what you care about. Don't hide behind a computer and only interact with people electronically – see them face to face and voice to voice, and interact with them in a real, substantial way. In today's environment, where people are often burned out, it's important for employees to have a personal connection with you and the work you believe in. Show the people that work for you that you're engaged and that you care about them and their work.
5. Listen with your eyes as well as your ears. Effective communication is a two-way process, and good leaders know how to ask good questions, and then listen with both their eyes and their ears. Because you are in a position of authority, others may be reluctant to express their real opinions to you directly. You won't always get direct feedback, so you need to also be able to read between the lines and look for the non-verbal cues.
操作提示：正确选T，错误选F。
1. Communication and leadership don't always go hand in hand. [F]
2. The say-do gap happens when people misunderstand their leader's intention. [F]
3. Using technical jargon makes a leader convincing. [F]
4. Communicating sincerely is always the best. [T]
5. Observation is as important as communication when you want to know what people really think. [T]
二、阅读理解：根据文章内容，完成选择题（共50分）。
COMMUNICATION FAILURE
The meaning of communication goes a lot deeper than people often think. Communication is about conceiving, sending, receiving, and interpreting messages as well as confirming reception of these messages. A failure at any point in this chain can result in ineffective communication. Ineffective communication can be disastrous. There is a famous story of a British Army Commander who sent the message Send reinforcements, we're going to advance. back to his Command Center, through a long chain of subordinates. When the message finally reached the Command Center, it had mutated to become -- Send three and four-pence, we're going to a dance. The reinforcements never arrived.
You can demonstrate this same principle, albeit on a less dramatic scale, by trying to play Chinese Whispers with more than 20 people. It is highly unlikely the same message you started with will be the one you end with.
In a business, there are three main types of communication failure. Each has its own indicative signs.
The first type is known as allocative failure. This occurs when a firm is not gathering enough intelligence about its market or (most often), the information is not reaching the right points. The firm will not be allocating resources in step with the shifts in demand. If demand is rising but the firm is suffering from allocative communication failure, then stocks will fall and there will be understaffing. If the inverse happens, there will be a surplus of stocks and overstaffing.
The second type is executive failure, where communication to trigger specific events/actions is either late, lacking or in error. The symptoms of this are a general loss of direction in the company or departments, a loss of co-ordination and an increase in complaints from customers as things happen late or not at all.
The final type is human failure. This occurs when the general culture of a business or the relationships between particular individuals or departments do not foster effective communication. This leads to alienated staff, an increase in staff turnover, an increase in absenteeism and general frustration among staff. Creativity, especially that which takes place across departmental boundaries, is likely to suffer hugely as team synergy slips.
操作提示：通过题目后的下拉选项框选择正确答案。
1. Confirming reception of the sent messages means[C].
A. the messages are sent to right receivers
B. the messages are correctly understood
C. the messages are correctly understood by right receivers
2. In the famous British Army Commander story, which step probably did NOT go wrong in the communication chain？[A]
A. Conceiving.
B. Sending.
C. Receiving.
3. What is Chinese whispers？[B]。
